You're facing resistance from employees towards new internal communication tools. How can you win them over?

To win over employees resistant to new internal communication methods, it's essential to prioritize empathy, transparency, and engagement. Start by actively listening to their concerns, which may stem from discomfort with technology, fear of change, or feeling overwhelmed. Clearly communicate the reasons for the change, emphasizing its benefits and alignment with the company's goals. Involvement in the process is key; seek employees' input and feedback, perhaps through a committee or focus group, to foster a sense of ownership and reduce resistance. This approach not only eases the transition but also strengthens overall communication within the organization.

É uma tendência do ser humano possuir uma resistência ao novo, principalmente no âmbito corporativo, por essa razão acredito que cabe ao gestor entender o porquê da situação com cada colaborador envolvido, quando estabelecido algo novo na rotina do time! Desta forma o mesmo pode desenvolver ferramentas para implementação da nova sistemática, envolvendo os colaboradores de forma com que esses se sintam pertencentes da situação o que vai tonar essa alteração satisfatória, com grande potencial de trazer resultados positivo.

Assuming implementation of the tools was based on employee input and feedback, the tools may work with the right communications. Try engaging mid-level and frontline managers in using the tools to communicate with their teams. It's a good way to find out if it is the tools or the message (employees do care about communicating with their direct supervisor). Get their feedback and adjust. If it doesn't work, the tools may not be serving the purpose. Time is money. Don't waste time on tools employees don't find useful.

Winning over employees resistant to new internal communication tools requires a strategic approach. Start by clearly communicating the benefits, such as improved efficiency and collaboration. Offer comprehensive training sessions to ensure everyone feels comfortable using the tools. Encourage feedback and involve employees in the implementation process to address their concerns and tailor the tools to their needs. Highlight success stories from early adopters to showcase the positive impact. Finally, provide continuous support and incentives to motivate employees to embrace the change.

In my experience, test or focus groups work fine to test new tools, ideas, or products. When I tried to introduce a new internal communications platform in one of the companies, I talked with a lot of employees to find out what they needed and what was missing in their current internal communications. With that knowledge, it was much easier for me to tailor this new proposed platform and show how it would cover their needs and expectations. Besides, asking questions through surveys beforehand allows you to announce a certain idea in advance, set expectations, and gives that very valuable feeling of a collaborative process when employees understand that their opinion matters, and they are part of the conversation.

É um fato que quando mudanças acontecem nos deparamos com o “novo”. O novo é sempre desconhecido e foge completamente da nossa própria zona de conforto. Consequentemente tendemos reagir a novidades (quando não são claramente positivas e demandam tempo e aprendizado) em forma de resistência, principalmente quando essa mudança é imposta de uma forma bruta, sem antecendência e com o peso da obrigatoriedade. Investir no desenvolvimento da skill adaptação para colaboradores atuais e ter foco na habilidade para a atração de novos talentos, é uma forma natural e preventiva de preparação para qualquer desafio que possa vir pela frente. Um colaborador em um ambiente assumidamente “em constante evolução”, é um colaborador que espera o diferente.

todos esten involucrados en este procedimiento con la finalidad que puedan brindar sus apreciaciones. es importante tener sus impresiones desde el principio ya que luego parecera que no los tomaron en consideracion y en muchos casos que les imponen estas herramientas generando disconformidad y un ambiete laboral muy pesado.

Acredito que ter um grupo de engajadores com representantes de diversas áreas ajude a tornar fluida a comunicação e acompanhar a satisfação também. Com reuniões mensais sistemática aos poucos vai ficando mais claro o canal de comunicação, a forma de comunicar e futuras alternativas a implantar.

Managing the change is an art for itself and it is not the same as communicating the change (although communication is a big part of it). You don't just show up one day and say "Hey we're changing this. Here's the PowerPoint, have fun.". Managing the change is about bringing people together around the change. It involves hearing what they have to say about it. Collect feedback from the community, identify pain points and build solutions that respond to people's needs in the organization. One of the main issues with change is that changes are implemented without a proper diagnostic of the current situation - this drives organizations to deliver things that either will end up not being used or that add complexity to the employee journey.

Communicate Transparently: Clearly communicate the reasons for the change, the benefits it will bring, and how it aligns with the organization's goals and vision. Be transparent about the need for change and the potential impact on employees. Listen and Acknowledge Concerns: Actively listen to employees' concerns and feedback regarding the change. Acknowledge their feelings and perspectives, and validate their concerns to demonstrate empathy and understanding. Provide Education and Training: Offer education and training to help employees understand the change and develop the skills they need to adapt successfully. Provide resources, workshops, or one-on-one support to address any knowledge gaps or skill deficiencies.

You can't implement change without preparing people for change. Empowering employees to embrace the change involves delivering appropriate training.

Training is critical. Even the best of tools will not be effective unless the people it's developed for are trained on how best to use it. There should be a generic training for all employees. Separately, there should be a "train the trainer" program for an in-house specialist to provide similar training to new employees upon joining.

Para qualquer tipo de projeto ou plano, devemos nos preocupar de capacitar as pessoas, engaja-las e demonstrar que elas são as donas do negócio e não o recursos humanos. Que fazemos tudo para que elas participem, que estamos empenhados em um ótimo endomarketing.

Most of the times resistance comes from being accustomed to a familiar way of working. Change is inevitable it isn't always a favored outcome to an accustomed way of working. Training can help provide value, insight and understanding. Demonstrate why the tool is useful, provide factsheets that can easily be referred to and share open communication forums for troubleshooting and Q&A. I'd also recommend considering "Ambassadorship" as a tool to influence the use of the new process or tool.

During Training, they get to know the uniqueness and principles and the concept behind it. That interests them. They get into it. They give us ideas to use it effectively. Clear their doubts, explain the indeyails and the benefits then . Controversies do arise, explain the switch between the tech, and not the exclusion of their employee importance.

Enfrentar la resistencia a nuevas herramientas de comunicación interna es un desafío común, pero crucial para nuestro crecimiento y eficiencia. Para ganarnos a los empleados, podemos abordar este tema mostrando claramente los beneficios y explicando por qué estas herramientas son esenciales. Ahorro de tiempo. Mayor transparencia. Acceso a Información en tiempo real. Los beneficios tangibles son la base, mostrar algo que sea real es muy positivo, da credibilidad y genera tranquilidad.

Los beneficios bien comunicados es lo más importante y antes que esto un sondeo de opinión para q todos se sientan partícipes

Stats help. Use feedback sessions to collate pain points and then you can address them directly. Ie, if a simple task takes 30 mins a day currently, using [new thing] instead will save 15 mins a day, so over 1 hour a week.

O importante é colocar-se no lugar do outro. Muitas vezes, as pessoas criam as resistências sem saber exatamente o porque fazem aquilo. Acreditam que nunca foi tratado disso e agora estão "inventando" algo e vai prejudicar ele. Se mostrarmos que o projeto tem um proposito diferente, é mais fácil de ganhar a confiança logo de inicio.

Address Misconceptions: Address any misconceptions or misinformation about the change by providing accurate and timely information. Clarify any misunderstandings and dispel rumors to build trust and confidence in the change process.

Quanto mais claro e transparente for um processo de mudança em pontos como: o motivo de estarmos mudando; o que vai deixar de acontecer; o que vai começar a acontecer; quais prejuízos aconteciam quando agíamos da forma antiga e quais benefícios teremos seguindo esse novo caminho, são questionamentos essenciais a serem esclarecidos antes mesmo do surgimento de possíveis duvidas dos colaboradores. Se colocar no lugar de quem está recebendo o novo e deixar o de quem está propondo por um momento é essencial para previnir grandes crises e preocupações exageradas.

I’ve found it helpful to ask the team for constructive feedback on the tool and the process. Before meetings, engage with a few team members and ask them to share their successes with the tool, focusing on the benefits to their time and outcomes. Emphasize that making something new a habit can take time and reassure them of your support. After three months, gather their feedback and be open to making adjustments based on their experiences.

AI tornados environments, replaces, lays off... But it is u humans, who are gonna train them ! Right ? Nothing can replace human brain, for they are the parental units or creators of new tools.

Nuevas herramientas de comunicación interna, como cualquier otro cambio organizacional planteado por el área, debe ser beneficioso para los colaboradores y la organización. Pequeñas acciones inconexas y aleatorias no suelen verse como parte de un plan que generará beneficios, y deberían evitarse. Acciones sin un porqué son pérdidas de recursos. Si realmente queremos generar una cultura abierta a la transformación, hay que planificar, crear, controlar, modificar y volver a planear, para lograr una mejora continua.

Making a new process fun and rewarding goes a long way towards getting employees to adopt it. Some tactics that I’ve had success with are gamification, engaging early adopters as champions of a new platform, and showcasing success stories. Also, it’s key that leaders are trained in advance to use and promote new technology.

Perhaps it's not the tool, but the content 😉 Our Ocasta Engage customers consistently get -- we're ranked #1 for highest user adoption on G2. But honestly, they get great adoption and ongoing engagement because they're putting content on the app that people actually want to read, that they need to do their job, and that helps them perform better every day.

Pour que l’adoption des outils collaboratifs soit un succès, il faut que les dirigeants montrent l’exemple. Prenons Workplace. Rien de pire que des dirigeant(e)s qui continuent à utiliser l’e-mail pour ses communications internes et n’utilisent jamais la nouvelle plateforme. Les employés ne vont pas s’y mettre non plus. Le leadership doit non seulement promouvoir ces outils mais aussi les utiliser au quotidien. Les autres suivront plus facilement.

The most important question to ask when introducing any new tool, technique or initiative is either "What existing problem does it solve?" or "How does the new element make things better than they were otherwise?" The answers to these questions should be communicated with the employees at the outset, while announcing that the company is embarking upon this venture. Following that, keep them abreast of developments and get them involved in running trials and testing features. That makes them feel more involved in the process rather than being on the receiving end of a directive. Once it's done and the system is implemented, (use it to?) thank everyone for their involvement and congratulate them on THEIR success in making it happen.

Para superar la resistencia y lograr una implementación exitosa de nuevas herramientas de comunicación interna, es esencial tener en cuenta la planificación detallada, la involucración y capacitación de los empleados, la comunicación clara de beneficios y motivos, y un seguimiento continuo con soporte adecuado. Siguiendo estos pasos, se puede facilitar la transición y maximizar los beneficios de las nuevas herramientas, asegurando que todos los miembros del equipo estén alineados y comprometidos con el cambio.